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Chapter 11

COMM 292: Chapter 11

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Department
Commerce
Course
COMM 292
Professor
Angela Kelleher
Semester
Winter

Description
COMM 292: Organizational Behaviour Chapter 11 Are Manager and Leaders the Same?  Managers promote stability while leader press for change and only organizations that embrace both sides of the contradiction can survive in turbulent times Leadership as Supervision  There are three general types of theories that emerged 1. Trait theories: propose leaders have a particular set of traits that make them different from non-leaders 2. Behavioural theories: propose that particular behaviours make for better leaders 3. Contingency theories: proposes the situation has an effect on leaders Trait Theories: Are Leaders Different from Others:  Trait theories of leadership: theories that propose traits (personality, social, physical, or intellectual) differentiate leaders from non-leaders  Recent studies have shown that emotional intelligence may also have an effect on leadership Behavioural Theories: Do Leaders Behave in Particular Ways?  Behavioural theories of leadership: theories that propose that specific behaviours differentiate leaders from non-leaders Ohio State Studies:  Initiating structure: extend to which a leader is likely to define and structure his/her role and the roles of employees in order to attain goals  Consideration: extend to which a leader is likely to have job relationships characterized by mutual trust, respect for employees' ideas, and regard for their feelings The Michigan Studies:  Employee-oriented leaders: a leader who emphasizes interpersonal relations  Production oriented leaders: a leader who emphasizes the technical or task aspects of the job The Leadership Grid:  A two dimensional grid outlining 81 different leadership styles Contingency Theories: Does the Situation Matter?  Situational or contingency theories: theories that propose leadership effectiveness is dependent on the situation Fiedler Contingency Model:  A leadership theory that proposes effective group performance depends on the proper match between the leader's style of interacting with his/her followers and the degree to which the situation gives the leader control and influence COMM 292: Organizational Behaviour o Leader-member relations: degree of confidence, trust, and respect members have for their leaders o Task structure: degree to which job assignments are procedurized  Structured or unstructured o Position power: degree of influence a leader has over power-based activities  Hiring, firing, discipline, promotions, and salary increases Hersey and Blanchard's Situational Leadership Theory:  A leadership theory that focuses on the readiness of followers o Based on follower readiness, and relationship behaviour  Able and willing → Delegating  Able and unwilling/apprehensive → Participating  Unable and willing → Selling  Unable and unwilling/insecure → Telling Path-Goal Theory:  A leadership theory that says it's the leader's job to assist followers in attaining their goals and to provide the necessary direction and/or support to ensure that their goals are compatible with the overall objectives of the group or organization o Determine the outcome subordinates want o Reward individuals with their desired outcomes when they perform well o Let individuals know what they need to do to receive rewards  The theory identifies four leadership behaviours o Directive leader lets followers know what is expected of them o
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